• The Journal of the Korea Contents Association
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• v.22 no.10
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• pp.599-614
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• 2022

The purpose of this study was to investigate the effect of organizational culture (group culture, development culture, rational culture, hierarchical culture) on job satisfaction based on the mediating effect of organizational trust on workers corporations. In particular, in the relationship between organizational culture and job satisfaction, the mediating effect of organizational trust was demonstrated, which varies by communication control variables. The results of the study of 8,615 workers in the manufacturing, financial, and non-financial industries in HCCP(Human Capital Corporate Panel) are as follows. First of all, the result of research showed that rational culture, group culture, development culture among organizational culture had a positive effect on job satisfaction. But, the hierarchical culture had a negative influence on job satisfaction. Second, rational culture, group culture, development culture among organization culture had a positive effect on organizational trust. But, hierarchical culture had a negative influence on organizational trust. Third, in the relationship between organizational culture and job satisfaction, the partial mediating effect of organizational trust was verified. In other words, although organizational culture directly affects job satisfaction, it indirectly affects job satisfaction through organizational trust. Fourth, it showed a significant moderating effect of communication between organization trust and job satisfaction. In other words, it was found that the group with high organizational trust in the relationship between organizational trust and job satisfaction had higher job satisfaction than the group without it. Finally, in the relationship between organizational culture and job satisfaction, the mediating effect of organizational trust was demonstrated, which varies by communication control variables. In other words, the indirect effect of organizational culture on job satisfaction through organizational trust is higher in the group with high communication capabilities. Through discussion and conclusion, the academic and practical implications, limitations, and research directions of this study were presented.

• The Journal of the Korea Contents Association
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• v.21 no.8
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• pp.150-162
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• 2021

Companies have recently become increasingly interested in corporate entrepreneurship to establish a core employment policy in order to secure and maintain core employees and to foster an innovation-oriented organizational culture. Therefore, The purpose of this study is to empirically analyze the causal relationship between core employment policies and the team leader's the perceived internal process organizational competency and job satisfaction, and to investigate whether corporate entrepreneurship has a moderation effect. Non-financial service industries including ICT companies were subject of the study and human capital corporate panel(HCCP) was utilized. The samples were 367 team leaders from 79 domestic companies. This study also applied Multi-Level Analysis(HLM), which simultaneously analyzes variables at both the individual level and the organizational level in order to improve the accuracy of the study. According to the result of the study analysis, core employment policies have a positive(+) impact on the perceived internal process organizational competency and job satisfaction. In addition, the moderation effect of corporate entrepreneurship was verified during the process when core employment policies influence the two outcome variables. corporate entrepreneurship was found to have a moderation effect that strengthens the influence on job satisfaction, but the moderation effect on the perceived internal process organizational competency was not statistically significant. These results confirm that organizational cultural factors such as corporate entrepreneurship are important influence variables in the process of influencing individual-level variables such as core employment policies. Academically, It suggests that in order to enhance the effectiveness of company strategies in respect of human resource management such as core employment policies, it is important to foster a cultural environment that suits the industry and characteristics of the organization. In addition, it suggested that companies in need of new innovation need to utilize corporate entrepreneurship.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.8
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• pp.548-559
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• 2019

Today, companies are enhancing their management transparency by implementing a variety of methods such as adopting a Code of Business Ethics to achieve sustainable management that enables long-term, stable development in a rapidly changing business environment. Management's ethical leadership is the core competence of human capital to secure competitive advantage in any enterprise. This study examined the effect of ethical leadership on employees' turnover intention and the mediating effect of empowerment in the relationship between ethical leadership and employees' turnover intention. The study data were collected from a survey of 304 employees of Seoul and Gyeonggi-based companies from March 6 to March 27, 2019. SPSS 23.0 and AMOS 23.0 were used for data analysis. From the analysis results, first, the leader's ethical leadership has a statistically significant impact on empowerment. Second, the management's ethical leadership has a significant negative influence on employees' turnover intention. Third, empowerment has a negative effect on employees' turnover intention. Fourth, empowerment has a mediating effect on the relationship between the management's ethical leadership and employees' turnover intention.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.1
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• pp.304-312
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• 2019

Service companies are making constant efforts to gain positive business performance such as customer satisfaction, quality improvement, and valuable management. Compared to other industries, service companies are highly dependent on workers for responding to customers and satisfying various customer needs in terms of business content and type. Thus, the attitude, given, environment, and capacity of the workers who supply service and serve customers are important factors that directly and indirectly influence customer satisfaction and performance. To enhance the performance of organizations and gain competitive advantage, it is important to provide the various forms of social support for workers as service suppliers. In this sense, active interests including the development of personal competence, support for working environment, and providing chances for the development of new services are significant. This study is a follow-up study on the influence of social support for positive psychological capital, creativity, and work performance of service workers. Among the service process matrix, this study targets the workers involved in mass service fields and seeks to examine how support for co-worker influences the performance through self-efficacy. No empirical analysis has examined workers involved in mass service fields. Thus, this study aims to take an approach different from that of previous studies and to suggest more effective human resource management strategies for enhancing the competitiveness of service companies and provide related implications.

• Fire Science and Engineering
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• v.32 no.2
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• pp.102-109
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• 2018

This study examined the effects of the risk generation factors on the public service motivation and a vocational calling of fire service officers during their work. This is based on the assumption that the risk generation factors of firefighters in their organization should be related to the effectiveness of the organization by affecting the psychological capital of the individual. For this study, the survey was conducted on fire service officers who participated the official training session in Kyuunggi and Seoul area and analyzed the data collected by the regression analysis and t-test analysis. As a result, the higher the perception of generation factors, the higher the level of public service motivation and vocational calling. In addition, there was a significant difference between a high risk generation factor perception group and low risk group regarding the perception level of public service motivations and vocational callings. These results show that there is a need to provide more field-based training opportunities for firefighters who can recognize the risk generation factors better.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.2
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• pp.127-139
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• 2023

Compensation and pay dispersion has been rigorously scrutinized to investigate their impacts on productivity and organizational performance. However, it is difficult to find a systematic study on the systematic dynamics of compensation and pay dispersion effects specifically in the context of Korean venture companies. Venture companies should manage their organizational resources efficiently to maximize their organizational performance through pay structure by efficiently managing the inherent resources. However, we acknowledge that empirical studies on how compensation and pay dispersion affect organizational productivity and performance are rare to find in the Korean context. To overcome this supplement limitation, this study hypothesized that (1) pay and members' productivity are positively related, (2) pay dispersion and organizational productivity have U shaped relationship, and (3) organizational productivity mediates the positive relationship between compensation and organizational performance. Venture companies and professional sports teams share manifold common characteristics such as size, financial circumstances, and operational objectives. We collect 9 seasons (2013~2014 - 2021~2022) of 10 teams' data of Korean Basketball League teams to test our hypotheses. Methodologically, the assessment of our analysis is rendered with PROCESS macro model 58. The statistical results showed that all hypotheses are statistically supported. This study explains how compensation and pay dispersion affect organizational productivity and performance of venture companies in Korea.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.1
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• pp.85-106
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• 2023

This study reviewed and derived the success factors of overseas agricultural startups and studied their integrated research model. Agricultural startups and general startups have in common that poor resources and infrastructure exist from a resource-based perspective after startup, but a differentiated approach from general startups is required due to the nature of the primary industry of agriculture. In this study, we approach the company internal factors (human resources/vision/distribution network capacity/capital capacity/cultivated crops/physical resources/farming technology, etc.) and external factors (agricultural infrastructure/laws/regulations/relationship with surrounding society, etc.) We tried to build a research model that can be integrated by focusing on various existing research models, success factors, and entrepreneurship. Through this, it is intended to present an integrated model that is practically helpful to business performance to entrepreneurs, business-related persons, and researchers who need an integrated understanding of agricultural startups at home and abroad. made for purpose In this paper, a standard model was established through three types (existing agricultural startup, small and medium-sized business startup, multinational company, and comprehensive approach) according to size and characteristics for modeling agricultural startup success factors. Through this, a total of 9 success factors (agricultural management, external environment, manager/founder characteristics, corporate identity, business management, organizational culture, infrastructure, commercialization capability, and sustainable growth) were derived. The implication of this study is that the success factors of agricultural startups were comprehensively presented based on 'entrepreneurship' for various domestic and foreign agricultural startup cases. By confirming the systematic categorization, a standard model for future agricultural startup success factors was presented, and as a result, a foundation was presented for systematic research and practical effectiveness of related research in the future.

• Journal of Venture Innovation
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• v.4 no.2
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• pp.57-75
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• 2021

KHNP's shared growth activities are based on such public good. Reflecting the characteristics of a comprehensive energy company, a high-tech plant company, and a leading company for shared growth, it presents strategies to link performance indicators with its partners and implements various measures. Key tasks include maintaining the nuclear power plant ecosystem, improving management conditions for partner companies, strengthening future capabilities of the nuclear power plant industry, and supporting a virtuous cycle of regional development. This is made by reflecting the specificity of nuclear power generation as much as possible, and is designed to reflect the spirit of shared growth through win-win and cooperation in order to solve the challenges of the times while considering the characteristics as much as possible as possible. KHNP's shared growth activities can be said to be the practice of the spirit of the times(Zeitgeist). The spirit of the times given to us now is that companies should strive for sustainable growth as social air. KHNP has been striving to establish a creative and leading shared growth ecosystem. In particular, considering the positions of partners, it has been promoting continuous system improvement to establish a fair trade culture and deregulation. In addition, it has continuously discovered and implemented new customized support projects that are effective for partner companies and local communities. To this end, efforts have been made for shared growth through organic collaboration with partners and stakeholders. As detailed tasks, it also presents fostering new markets and new industries, maintaining supply chains, and emergency support for COVID-19 to maintain the nuclear power plant ecosystem. This reflects the social public good after the recent COVID-19 incident. In order to improve the management conditions of partner companies, productivity improvement, human resources enhancement, and customized funding are being implemented as detailed tasks. This is a plan to practice win-win growth with partner companies emphasized by corporate social responsibility (CSR) and ISO 26000 while being faithful to the main job. Until now, ESG management has focused on the environmental field to cope with the catastrophe of climate change. According to KHNP is presenting a public enterprise-type model in the environmental field. In order to strengthen the future capabilities of the nuclear power plant industry as a state-of-the-art energy company, it has set tasks to attract investment from partner companies, localization and new technologies R&D, and commercialization of innovative technologies. This is an effort to develop advanced nuclear power plant technology as a concrete practical measure of eco-friendly development. Meanwhile, the EU is preparing a social taxonomy to focus on the social sector, another important axis in ESG management, following the Green Taxonomy, a classification system in the environmental sector. KHNP includes enhancing local vitality, increasing income for the underprivileged, and overcoming the COVID-19 crisis as part of its shared growth activities, which is a representative social taxonomy field. The draft social taxonomy being promoted by the EU was announced in July, and the contents promoted by KHNP are consistent with this, leading the practice of social taxonomy